Estimated reading time: 4 minutes
We sat down with governance recruitment experts Rory Kramer-Strong and Emilia Anderson from Marsden to discuss why the first 100 days are key for setting up long-term success in your new governance role.
Q: Why are the first 100 days so important in a Corporate Governance or company secretarial role?
Rory and Emilia: For candidates stepping into newly created positions or inheriting established functions, the early days of a new role are critical because they shape how governance is perceived, set the foundations for long-term impact, and determine the credibility you build with stakeholders.
Having supported senior governance and CoSec professionals through career moves and leadership transitions for many years, we see a consistent pattern in how successful governance leaders approach their first 100 days. Their focus typically unfolds across three distinct phases: the first 30 days, the following 31-60 days, and 61-100 days.
Q: What should be the main priority during the first 30 days?
A: The first month is about understanding before acting. While the pressure to make immediate changes can be strong, the most effective leaders resist this instinct and prioritise insight and relationships.
We strongly advise all our candidates to use this time to engage with executives, functional leaders and key stakeholders across the organisation. The objective is not to sell a vision, but to understand priorities, pain points and expectations. It’s also a good time to conduct what we like to call “effective listening tours”. Engage broadly with the organisations, look beyond obvious stakeholders, as valuable insights often come from those closer to day-to-day operations.
Q: How can governance leaders get the most value from stakeholder conversations?
A: Be thoughtful. Ask about strategic objectives, constraints and risks. What concerns senior leaders most? Where do they see opportunities? And most importantly, be curious. Use your new status in the organisation to ask fundamental questions. Fresh perspectives frequently highlight issues that long-tenured teams may overlook. These conversations will form the backbone of your governance strategy.
Q: How do you clarify expectations and establish a baseline for success?
A: Schedule dedicated time with the CEO and board to align on what success looks like. Clarify priorities, decision rights, reporting expectations and communication cadence.
As you know, governance cannot operate effectively in isolation, so it’s key to invest time in understanding the organisation’s commercial model, products, markets and competitive pressures. Identify existing risk exposures, compliance obligations and emerging regulatory challenges that may impact strategy.
Equally, remember to take stock of your team, processes and workload. Where are the immediate pressure points? What is working well, and what requires attention? Establishing a clear baseline is critical for prioritisation and measuring progress.
Q: Once you’ve gathered insights, what should your focus be between days 31 and 60?
A: We recommend analysing what you’ve heard so far. Review insights from your listening tour and assessment. Look for recurring themes, misalignments between expectations and capability, and areas of material risk. Now is the time to identify opportunities where governance can add greater strategic value.
Q: What should governance professionals focus on during days 61 to 100?
A: Days 61 to 100 are all about delivery, demonstrating value while laying the groundwork for long-term effectiveness.
Begin executing key elements of your strategy. This may include improving board processes, strengthening compliance frameworks, enhancing reporting, or addressing specific regulatory or risk issues identified earlier.
Identify actions that are visible, meaningful and achievable in the short term. Resolving a long-standing issue, improving turnaround times, or successfully managing a regulatory interaction can build momentum and reinforce confidence in the function.
Q: How should governance leaders communicate their plans and progress during this phase?
A: During the first 31-60 days, share your observations and proposed direction with the executive team. Be open about strengths, gaps and areas requiring change and clearly articulate how governance will support the organisation’s strategy and risk appetite.
Finally, it is beneficial to communicate progress consistently. Tell stakeholders what you have learned, what you intend to do, and when actions are complete. This last step is often overlooked, yet it is critical for visibility and trust.
Q: How can new governance leaders build credibility and maintain momentum in their first 100 days?
A: Identifying actions that are visible, meaningful and achievable in the short term is a great way to build credibility. Resolving a long-standing issue, improving turnaround times or successfully managing a regulatory interaction can build momentum and reinforce confidence in the function. Additionally, creating regular touchpoints with senior stakeholders to maintain alignment and adapt to changing business conditions
Q: What’s your final piece of advice for governance professionals starting a new leadership role?
A: Stepping into a new governance leadership role brings both opportunity and challenge. The most successful leaders spend their first 100 days listening carefully, building relationships, creating alignment and delivering visible value. By taking a structured approach, you too can establish credibility early and position governance as a trusted partner to your organisation.
Marsden’s Corporate Governance team work closely with governance and company secretarial professionals as they navigate career transitions, offering insights, perspective and support throughout the journey.